(p. 170) lnformatics had been run from the top down. Here’s a story typical of the way the company worked. They had a trainer at headquarters who was told to educate the troops at the Federal Systems Division in northern California, which was run by Geno Tolari, a tough-minded football player from Pittsburgh. When the trainer arrived and announced, “I’m here to train your people,” Geno shot back, “You can’t train my people.”
The trainer got haughty. After all, he was from headquarters. “I’m the education department. I train your people.”
But Geno insisted, “You can’t train my people because you don’t know what they do.”
So now the trainer asked, “Okay, what do they do?”
Geno answered, “I don’t know.”
The trainer thought Geno was joking with him, and insisted, “I’m the trainer; I need to know what they do.”
That’s when Geno confessed, “I can’t tell you because I don’t (p. 171) know. They’re under a mountain in Omaha, and it’s a military secret, and the Air Force won’t tell us what they do.”
Wyly, Sam. 1,000 Dollars and an Idea: Entrepreneur to Billionaire. New York: Newmarket Press, 2008.